1. 8-1 Cost Estimation and Budgeting Chapter 8 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

2. 8-2 Common Sources of Project Cost  Labor  Materials  Subcontractors  Equipment & facilities  Travel Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

3. 8-3 Types of Costs  Direct Vs. Indirect  Recurring Vs. Nonrecurring  Fixed Vs. Variable  Normal Vs. Expedited Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

4. 8-4 Cost Classifications Direct LaborXXXX Building LeaseXXXX ExpediteXXXX MaterialXXXX Non-recurring Direct Indirect Fixed Recurring Variable Normal Expedited Costs Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

5. 8-5 Cost Estimation  Ballpark (order of magnitude) ±30%  Comparative ±15%  Feasibility ±10%  Definitive ±5% Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

6. 8-6 Learning Curves Each doubling of output results in a reduction in time to perform the last iteration. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

7. 8-7 Problems with Cost Estimation Low initial estimates Unexpected technical difficulties Lack of definition Specification changes External factors Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

8. 8-8 Creating a Project Budget Top-down Bottom-up Activity-based costing (ABC) Project Plan WBS SchedulingBudgeting The budget is a plan that identifies the resources, goals and schedule that allows a firm to achieve those goals Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

9. 8-9 Activity-Based Costing Projects use activities & activities use resources 1.Assign costs to activities that use resources 2.Identify cost drivers associated with this activity 3.Compute a cost rate per cost driver unit or transaction 4.Multiply the cost driver rate times the volume of cost driver units used by the project Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

10. 8-10 Budget Contingencies The allocation of extra funds to cover uncertainties and improve the chance of finishing on time. Contingencies are needed because Project scope may change Murphy’s Law is present Cost estimation must anticipate interaction costs Normal conditions are rarely encountered Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

11. 8-11Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall